1. Strategic Plan 2017-2021 Presentation to AGM Kampala, Uganda
17 November Revised 23 December 2016

2. INDEPTH Vision & Mission:
To be a trusted source for evidence supporting and evaluating progress towards health and development goals.
Mission:
To lead a coordinated approach by the world’s health and demographic surveillance systems to provide timely longitudinal evidence across the range of transitioning settings to understand and improve population health and development policy and practice.

3. INDEPTH Value Proposition:
INDEPTH's on-going longitudinal health and demographic tracking across the... network of independent population-based Centres operating in different systems and cultures… enable our scientists and scientific partners to offer a unique vehicle for… the study of the impact of policy and practice and… the development and validation of effective interventions.

4. Competitive Advantage
A unique network of independent HDSS centres
Conducting longitudinal population-based tracking
Comparing data across different systems and cultures
Leveraging the collective value of data across sites
A high-quality research capacity for multi-site studies using longitudinal, population-based tracking.
Linking member centres with health and other policy-makers to magnify research findings and enable evidence-based decisions.
Well positioned to support stakeholders focused on leveraging accurate data and assessing key SDGs
Strengthening the community of scientists by harnessing expertise, improving training, enhancing career paths, and sharing data

5. Key Strategic Objectives
Enhance the INDEPTH Network's capabilities:
Invest to improve and expand the underlying longitudinal, population-based tracking platform
Continue to ensure ethically sound research sensitive to local circumstances
Conduct multi-centre research, leveraging longitudinal tracking
Enrich & guide policy: linked to SDGs and using our accurate data
Address neglected issues and the impact of social inequality
Strengthen capacity of INDEPTH member centres and researchers
Build effective partnerships with key national/int’l partners
Governments: statistics offices, local government, health and development ministries and agencies,
Research and educational institutions
International policy bodies (WHO, UN)

6. Key Tactics
Promote importance & value of population-based longitudinal data
Improve messaging & evidence for scientific/policy communities.
Deepen the scope of monitoring across all member centres
Develop new partnerships
With LMIC governments, agencies and universities to support population-based data operations
Ensure balanced/effective relationships with HIC* institutions
Expand the extent of cross-network coordination
Produce a regularly-updated set of INDEPTH-wide products
Leverage the full array of HDSS research, intervention, evaluation, and surveillance initiatives.
* High Income Countries

7. Setting Scientific Research Priorities
INDEPTH uses population-based, longitudinal data as the lens to identify areas where the Network has a clear advantage in research
Over 25 specific research topics identified
Improve and maximise the value of the core research platform
Implement CHESS – and other enhancements – to improve population tracking
Provide timely metrics based on real population-based data
Leverage that platform to study key scientific questions that benefit most from longitudinal data
Conduct studies across the life-course
Research key policy, practice and demographic questions
Assess scientific- and policy-relevant determinants & context of outcomes

8. Maximise the Value of the Platform
1. Implement CHESS – and Other Enhancements – to Improve Population Tracking Across Sites
Streamline the data collection process (openHDS)
Deepen tracking to enumerate additional metrics (CHESS)
Improve the Verbal/Social Autopsy process
Upgrade to WHO-2016 across INDEPTH; integrate with social autopsy
Ensure at least annual updates
Provide mortality input into estimates of burden of disease
Strengthen links with Health Systems
Develop a Health System Advisory Council for the Centre
Work with local health authorities to help raise funds for the Centre
Identify relationships between the health system and the local Centre
Create ties with CRVS systems
Monitor the effectiveness of CRVS – improve CRVS implementation.
Use data to assess progress of country to achieving the SDGs

9. 2. Provide Timely Metrics Based on Real Population-Based Data
Maximise the Value of the Platform
2. Provide Timely Metrics Based on Real Population-Based Data
Create regular updates on Mortality – across the array of systems and cultures in which our Centres operate
Expand to report on Morbidity, Burden of Disease, Diagnostics and Demographics
The Network will make this information available on INDEPTH-Stats and publish findings in key journals
In addition to addressing key scientific questions, it will help INDEPTH tighten links with policy makers across the LMICs and international/regional institutions.

10. 3. Conduct Studies of Specific Life Stages
Research Questions that Benefit from Longitudinal Analysis
3. Conduct Studies of Specific Life Stages
Fertility and Family Planning
Develop standardized tools and approaches to capture, share and compare fertility / FP data across member centres.
Maternal, New-born, Child Health and Vaccination/Immunization
Impact of health systems interventions on maternal, new-born, infant and child health, including stillbirths
Testing/validation of interventions, protocols and indicators
Adolescence—Healthy Transitions
Marketing health and social services to local adolescents
Ensuring access to health facilities for adolescents
Adult Health & Ageing
Increase focus on non-communicable diseases
Expand to include the wider network

11. 4. Research Key Policy, Practice and Demographic Questions
Research Questions that Benefit from Longitudinal Analysis
4. Research Key Policy, Practice and Demographic Questions
SDG baselines & dynamics
Map key SDGs to data centres collect (will collect with CHESS)
Assess progress towards specific SDGs
Product safety effectiveness, resistance, and quality
Introducing “inter-operable” electronic health records systems
Incorporating PV into CHESS
Collaborating with EDCTP/AMRH
Health Interventions Identification/Assessment
Work with agencies focused on interventions
Sharing the results with other geographies
Migrant health tracking
The role of education as a determinant of internal migration
The impact of migration on cause of death
The impact of migration on infectious disease morbidity

12. Role of HDSS in Tracking Health-Related SDGs
Health-Related SDG (SDG 3)
HDSS Value
3.1 Maternal mortality
+++
3.2 Infant/Neonatal mortality
3.3 Infectious/communicable diseases
3.4 Non-communicable diseases
+++ 
3.5 Substance abuse
++ 
3.6 Road/traffic accidents
3.7 Universal access to sexual and reproductive health-care services
3.8 Achieve universal health coverage
3.9 Hazardous chemicals/air, water and soil pollution + 
3.a Tobacco Control
3.b R&D of vaccines and medicines
3.c Health workforce in developing countries
3.d Early warning and management of national and global health risks

13. Partial Role of HDSS in Many non-Health SDGs
HDSS Value
1. End poverty ++
10. Reduce inequality
2. Achieve food security +
11. Make cities inclusive, safe and sustainable
++ 
3. Ensure healthy lives
+++
12. Ensure sustainable consumption
4. Ensure equitable quality education
13. Combat climate change
5. Achieve gender equality
14. Sustainably use the oceans
6. Ensure sustainable management of water
15. Protect ecosystems, + 
7. Ensure access to energy
16. Promote inclusive societies
8. Promote sustainable economic growth
17. Revitalize partnerships for sustainable development
9. Build resilient infrastructure

14. Research Questions that Benefit from Longitudinal Analysis
5. Assess Scientific- and Policy-Relevant Determinants & Context of Outcomes - I
Environment, Climate and Indoor Air Pollution
Estimating the actual impact on health of particular weather events;
Contributing to context-specific and appropriate adaptation strategies and policies.
Health Equity and Poverty
INTREC (INDEPTH Training and Research Centres of Excellence) was established with this concern in mind
Expand to provide essential info on impact of poverty on health equity
Vaccines
INDEPTH HDSS Centres are in unique position to examine the effects of vaccines because of longitudinal tracking as well as our experience in Phamaco-Vigilence (PV)
Genetic Factors in Health
The AWI-GEN Collaborative Centre with Wits University

15. Research Questions that Benefit from Longitudinal Analysis
5. Assess Scientific- and Policy-Relevant Determinants & Context of Outcomes - II
Sex differentials/gender
In all publications – and in tracking all INDEPTH’s own work – the Network and member scientists will look to provide information disaggregated by sex.
In addition, it is setting up a Working Group devoted specifically for monitoring and assessing the impact of gender on interventions and outcomes – as well as steps to empower women and girls.
Education-based Analysis and Interventions
Impact of food security & gender in education and outcomes.
Health system assessments
With CHESS, it will be possible to track new information items, as well as determine the extent to which health system resources are aligned with the local burden of disease.
The Secretariat will work with Centres to develop a methodology for linking with the local health system,

16. Policy Engagement and Communication
INDEPTH will tailor, package and direct research outputs for different stakeholders to stimulate public appreciation of findings
Reduce the critical gap between research findings and action.
It will strengthen the ability to engage with stakeholders in an impactful way.
Seeking an ongoing, iterative, dialogue with policy makers.
Work closely and helping to strengthen role and capacity of HDSS Centres – both at the national level or within the districts where they operate.
It will seek to leverage engagement with policy makers to attract more funding for research-into-practice activities.

17. Policy Engagement: Key Tactics
Create a suite of branded products for all INDEPTH outputs.
Leverage forums, meetings and briefings with key stakeholders,
Increase participation in health policy events to build networks and engage in dialogue that INDEPTH research informs
Strengthen and collaborate with national and regional entities focused on population, health and development.
Use data visualisation tools to create health related infographics and interactive maps highlighting data emerging from HDSS centres.
Invite policy makers to actively participate in the biannual INDEPTH Scientific Conference
Increase the Network’s media footprint

18. Capacity Strengthening and Career Development
Encourage all member centres to move from the traditional paper to electronic data capture -- and ensure the adoption of openHDS.
Ensure on-going support for the implementation of CHESS
Help centres strengthen and improve the dissemination, publication, and ‘marketing’ of INDEPTH data analyses
Enable representativeness of the HDSS country level for CRVS
Expand the MSc programme and leverage the SDLP to train next generation of researchers and centre leaders
Enable promising professionals from newer sites to spend time on ground at more established sites
Enable better Francophone-Lusophone-Anglophone collaboration
Support centres in establishing communication and training units
Enhance capacity for emerging topics and future research
Evaluate potential for an INDEPTH training centre

19. Ensuring Financial Sustainability
While continuing its conservative and well-respected financial management, INDEPTH will focus on three paths to financial sustainability:
Continuing to look for both core and project support from funding partners,
Strengthening the efforts at building an INDEPTH consultancy that leverages the skills and advantage of the Network
Growing the endowment.

20. Cost of INDEPTH Resource Centre Total Cost of Running INDEPTH
Resource & Training Centre Budget Focused on Coordinating Across Network
Budget of Resource & Training Centre represents about 10% of total cost of member centres HDSS operations/research
Budgets of Independent HDSS Member Centres – focused on HDSS Activities & Research
Annual ($K)
Cost of INDEPTH Resource Centre
Total Cost of Running INDEPTH

21. Costing the Strategic Plan – Core Activities
Contributed Centre Efforts
Estimated Budget
Managing the core HDSS operations
~10 M
Secretariat Functions
Core overhead: Admin, Finance, IT, Etc.
~$0.9 M
Scientific Functions (Working Group support, Workshops, Management)
$1.2 M
Capacity strengthening
$0.4 M
Policy Engagement
$0.3 M
Governance & Fundraising
$0.2 M
Subtotal (Current Budget)
~$3.0 M
Potential Additional Efforts from Strategic Plan
Regular updates on Mortality (Annual)
$0.5 M
Expand to report on Morbidity, Burden of Disease, Diagnostics and Demographics (Annual, w/CHESS)
Total: Potential Annual Costs for Core/Essential Activities
~$4M

22. Aspirations of the Strategic Plan: Envisioned Project Activities
Project-based Efforts
Cost (est) 
Cost(est) 
1. Deepening Longitudinal Platform
4. Leveraging and Expanding the Utility of the Platform
Streamline data collection
$1-2M
SDG baselines & dynamics
$5M*
Deepen tracking (CHESS)
$3-4M
Product safety
$10-40M
Improving Verbal Autopsy process
$1M
Migrant health tracking
$5-10M
Improve links with Health Systems
$2M*
5. Assessing Determinants & Context:
Create ties with CRVS systems
Nutrition, diet and food security
2. Updating Metrics Regularly
(core)
Environment, Climate, Indoor Air
$2-3M
3. Studying Specific Life Stages
Health, Equity and Poverty
$5M
Fertility and Family Planning
$1-5M
Genetic factors in Health
Pregnancy and Maternal & Child Health & Vaccinations
$1-8M
Education Analysis
$1-3M
Adolescence—Health Transitions
Health system assessments, Health interventions
$3-5M
Adult Health & Aging
TOTAL POTENTIAL PROJECTS
$49-114M

23. Addressing Potential Challenges To Strategic Plan
INDEPTH may not find sufficient funding to maintain the network
The Resource Centre will seek specific funding for on-going Network activities – Capacity Strengthening, Policy Engagement, and the regular updates of Network products.
Balancing interests between centres and network
Ensure visibility for Centre participation in Network activities.
Ensuring sufficient scientific leadership
Insufficient coordination of network activities
Ensuring investment in resources – at Resource Centre & Working Groups – to ensure sufficient time for leaders to work across Network.
Low multi-site scientific productivity
Loss of cohesiveness with growth

24. Objective 1: Enhance the Network's Capabilities:
Sub-objective
Metrics
1. Roll out openHDS to 80% of all INDEPTH member Sites in 2017
# of Sites w/openHDS in process
# of Sites fully on openHDS
2. Finish design for CHESS and pilot in 2 member Sites in 2017
Availability of results of CHESS pilot
3. Roll-out CHESS to 50% of all INDEPTH member Sites over course of plan
# of Sites w/CHESS in process
# of Sites fully on CHESS
4. Roll-out WHO-2016 across member sites in 2017
Status of WHO-2016
# of Sites using WHO-2016
5. Get 5 Centres to develop links with their country’s CRVS systems in first year
# of Sites with clear linkage to national CRVS

25. Objective 2: Conduct cutting-edge research, leveraging its longitudinal tracking:
Sub-objective
Metrics
1. Increase the activity level of Working Groups and have 5 new active Working Groups by 2017
# of operating Working Groups
# of Working Groups providing repots in past 12 months
2. Increase the number/Quality of multicentre proposals by an additional 10% by 2017
# of submitted proposals
# of funded studies
3. Increase the number of multicentre grants and consultancies by 10% by 2017
# of multicentre grants
$ of multicentre grants
4. Increase the number of multicentre publications by 10% by 2017
# of multicentre publications
5. Publish annual update of core HDSS metrics across INDEPTH sites in 2017
# of sites participating in multicentre core publication
6. Publish update of VA results for 2016 in 2017
# of VA results completed
7. Develop initial baseline for CHESS results in 2017
Availability of baseline CHESS results
8. Develop/publish baseline SDG results in 2017
# of Sites with baseline SDG results

26. Objective 3: Enrich & Guide Policy That Is Community Responsive & Linked To The SDGs:
Sub-objective
Metrics
1. Increase the number of Systematic Reviews by 10% in 2017
# of Systematic Reviews published
2. Increase the number/Quality of Policy Briefs (Secretariat, centres) by 10% by 2017
# of Policy Briefs completed
Qualitative review of impact of Policy Briefs
3. Increase the number of Stakeholder interactions (national, regional and int’) by 10% by 2017
# of presentations to policy stakeholders, by Centre, by Secretariat
4. Increase Policy/Practice influence and the number of recommended changes linked to INDEPTH findings by 10% by 2017
List of recommended changes
Impact of recommended changes in policy and practice 
5. Double the number of policy makers who attend INDEPTH convened meetings in 2018, including 2018 ISC
# of policy makers attending ISC and other INDEPTH meetings
6. Get 5 additional Centres to formalize links with their country’s Ministry of Health
# of Centres with formal links to Ministries of Health

27. Objective 4: Strengthen Capacity of Centres
Sub-objective
Metrics
1. Train 10% more scientists and HDSS staff by 2017 and improve the skills of existing ones
# of Scientists participating in Capacity Strengthening initiatives
2. Improve data harmonisation and management across the network
# of Sites on iShare
Error rates
3. Get 10 more Centres (and their Sites) to move to non-paper based data capture by first year
# of Centres using non-paper based data capture
4. Increase the number/Improve quality of publications using INDEPTH member data by 10% by 2017
# of publications that use member data

28. Objective 5: Build Effective Partnerships:
Sub-objective
Metrics
1. Increase number of partnerships with internationally recognized Academic institutions by 10% in first year
List of partnerships
# of partnerships
2. Work with 10 Centres to develop formalized links with their local health districts in 2017
# of Centres with formal links with local health districts
3. Work with 5 Centres to develop formalized links with their national policy makers in 2017
# of Centres with formal links with national policy makers (not just Ministries of Health)
4. Develop links with officials tracking SDG results in 5 INDEPTH countries in first year
# of Centres with formal links with national ministries focused on SDGs